Walking Through Jelly: Language Proficiency, Emotions, and Disrupted Collaboration in Global Work
AbstractIn an ethnographic study comprised of interviews and concurrent observations of 145 globally distributed members of nine project teams of an organization, we found that uneven proficiency in English, the lingua franca, disrupted collaboration for both native and non-native speakers. Although all team members spoke English, different levels of fluency contributed to tensions on these teams. As non-native English speakers attempted to counter the apprehension they felt when having to speak English and native English speakers fought against feeling excluded and devalued, a cycle of negative emotion ensued and disrupted interpersonal relationships on these teams. We describe in detail how emotions and actions evolved recursively as coworkers sought to relieve themselves of negative emotions prompted by the lingua franca mandate and inadvertently behaved in ways that triggered negative responses in distant coworkers. Our results add to the scant literature on the role of emotions in collaborative relationships in organizations and suggest that organizational policies can set in motion a cycle of negative emotions that interfere with collaborative work.
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Bibliographic InfoPaper provided by Harvard Business School in its series Harvard Business School Working Papers with number 09-138.
Length: 38 pages
Date of creation: Jun 2009
Date of revision:
This paper has been announced in the following NEP Reports:
- NEP-ALL-2009-06-03 (All new papers)
- NEP-NEU-2009-06-03 (Neuroeconomics)
- NEP-PPM-2009-06-03 (Project, Program & Portfolio Management)
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